Leader cognition in vision formation: Simplicity and negativity

Partlow, Paul J.; Medeiros, Kelsey E.; Mumford, Michael D.

doi:10.1016/j.leaqua.2015.02.009

Cited by 30 publications

(14 citation statements)

References 75 publications

(120 reference statements)

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“…Moreover, managerial cognition can link to the manager's perception when assessing the current organisational condition and the decisions taken (Adner and Helfat, 2003). Managers who have cognitive capabilities will deliver appropriate strategies based on a comprehensive analysis conducted in the process of problem-solving (Caughron et al , 2013; Partlow et al ., 2015). This ability allows the managers to make the right decisions and to find solutions that lead to a higher level of subordinate trust (Sirmon and Hitt, 2009; Heyden et al , 2017).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation

Widianto

Lestari

Adna

et al. 2021

JOEPP

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PurposeThe aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.Design/methodology/approachThe dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses.FindingsThe results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change.Practical implicationsMiddle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment.Originality/valueThe role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation

Widianto

Lestari

Adna

et al. 2021

JOEPP

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“…Some studies found that the need for cognition is beneficial to creativity (e.g. Dai et al, 2012;Dollinger, 2003;Hahn and Lee, 2016;Hardy et al, 2017;He et al, 2019;Hunter et al, 2008;Partlow et al, 2015;Peterson et al, 2013;Rostan, 2010;Watts et al, 2017). For example, in a problem-solving task, Butler et al (2003) found that participants who have a higher need for cognition come out with more creative ideas.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…To date, prior research centering on the link between the need for cognition and creativity was mostly in an experimental context (e.g. Butler et al, 2003;Hardy et al, 2017;Hunter et al, 2008;Partlow et al, 2015). Though they provide a clear causality of the link between need for cognition and creativity, they fail to tell us when the relationship is stronger or weaker within a workplace context.…”

Section: Theoretical Contributionsmentioning

confidence: 99%

Enhancing creativity in organizations: the role of the need for cognition

Pan

Shang

Malika³

2020

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PurposeThe authors explain the conditions under which positive personality traits and work environment factors either interact synergistically or yield diminishing-gains when creative individuals are in a supportive working environment.Design/methodology/approachData were obtained using a time-lagged design. The final sample includes 350 researchers from 64 scientific research teams.FindingsThe results indicate that the need for cognition is positively associated with individual creativity. Furthermore, this study suggests that perceived organizational support for creativity can complement an individual's need for cognition when it comes to individual creativity. This indicates a synergistic pattern. On the other hand, psychological safety can substitute for an individual's need for cognition when influencing individual creativity. Thus, a diminishing-gains pattern also exists.Practical implicationsThe results suggest that when individuals are stuck in environments of low psychological safety, yet perceive higher levels of organizational support for creativity, their levels of creativity can be boosted.Originality/valueThis study is among one of the first to explore a supportive context's complementary or substitution effect on positive personality traits by demonstrating the complementary effect of perceived organizational support for creativity and the substitution effect of psychological safety. This study validates the positive effect of the need for cognition on creativity. This study also enriches the psychological safety literature by showing that psychological safety is not always necessary for individuals with a high need for cognition.

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“…Partlow et al. 70 examined how leaders should articulate their vision to followers to induce viable shared mental models and, they found the strongest shared mental models were likely to emerge when the leader “boiled down” the work to a limited number of critical issues and key contingencies.…”

Section: Leading the Workmentioning

confidence: 99%

Leading creative research and development efforts: A literature review and proposed framework for the engineering domain

Mumford

Mulhearn

2018

Proceedings of the Institution of Mechanical Engineers, Part C:

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We commonly assume that leadership is not critical to the success of creative efforts. Prior research, however, indicates that effective leadership is, in fact, critical to the success of research and development efforts that allow creative ideas to be developed into innovative new technologies. In the present effort, we examine the key functions that must be executed by those asked to lead research and development efforts. We argue that leaders, to ensure project success, must execute three key functions: (1) lead the work, (2) lead the people doing the work, and (3) lead the firm. The specific activities that must be executed by leaders, for example, evaluating the work, establishing a creative climate, and championing projects, are described. The implications of these observations for the assessment and development of project leaders responsible for creative efforts are discussed.

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Leader cognition in vision formation: Simplicity and negativity

Cited by 30 publications

References 75 publications

Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation

Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation

Enhancing creativity in organizations: the role of the need for cognition

Leading creative research and development efforts: A literature review and proposed framework for the engineering domain

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